Hardware Reference
In-Depth Information
service through some label definition and associated certification scheme. Ulti-
mately standardization activities run for example at the national or international
levels (like e.g. ISO) definitively help in a successful promotion of the service.
Service management:
•
This is out of the scope of CRPHT's mission to deploy by itself the service with
an organization or within a sector. This is where the market should play its role.
However we define and provide tools that can be used by those that will deploy
the service for checking and measuring the correctness of its implementation. In
particular for each new service we propose metrics associated with the measure-
ment of the quality of the implementation of the services contract.
Service capitalization:
•
This is where we collect the feedbacks associated with the measures as well as
from evaluation performed with the services end-users. The analysis of this
feedback will indicate the possible evolution of the service in terms of new re-
quirements, new business model, etc. Thus this will be the beginning of new it-
erations associated with the different processes described above.
With regard to the overview of innovation models, the “Sustainable Service Innova-
tion Process “model can be qualified as a 5
th
generation model following the historical
perspective of innovation models proposed by Rothwell [14] (see Bernacconi & al.
2008 [15]). Indeed, it stresses the continuous, iterative and process aspects, which are
typical of this generation.
In addition, it highlights the influence of the intensive networking, including the
cross-functional collaboration within the organization and further emphasizes the
downstream alliances with key beneficiaries and end-users of the generated innova-
tions. In turn, these strong ties with users foster the sustainability of the innovation
and through the capitalization phase, it is the innovation process itself that may be
considered as sustainable, provided that all the capitalization mechanisms are actually
put in place. Finally, this model captures the knowledge-intensiveness characteristic,
which is also a common point with the 5th generation models.
We will now describe a S2IP instance regarding the definition of a service innova-
tion related to an Assessment and Improvement integrated Approach. This illustration
will highlight the strengths and weaknesses of the followed approach and can thus be
helpful to any service innovation definition process.
The applied methodology is based on participant observation in the context of an
action research project, coupled with an “external” view to increase the objectivity of
the interpretation.
3 TIPA's S2IP Instance
After having introduced the S2IP framework this section is presenting its in the
TIPA's context. We can consider here a first iteration where the S2IP framework has
been deployed.
